In Mexico , having a job doesn’t always guarantee stability , equity , or development . Although the conversation about workplace well-being , inclusion, and fair compensation has gained traction in recent years, the reality remains complex and, in many cases, unequal.
This was reflected in the new 2025 Salary Study , prepared by Worky , which analyzed more than 17 thousand records of collaborators from companies from different industries , sizes and regions , which gives an x-ray of the Mexican labor market that, far from showing a balance, highlights structural inequalities , organizational challenges and deep generational tensions .
From the persistent gender pay gap to the lack of female representation in management positions; from modest salaries in small and medium-sized enterprises (SMEs) to the high turnover of young talent , the study is an urgent call to rethink staff attraction , retention , and compensation strategies .
Gender pay gap
One of the most striking findings is the gender pay gap , which reached 25 percent. While men earn an average of 31,025 pesos per month, women earn 23,178 pesos, a difference that persists even in equivalent positions.
The phenomenon was not only observed in base salaries , but also reflected the low representation of women in leadership positions . At level 10 (national management) , men earn 302,285 pesos and women 265,160 pesos; while at level 11 (regional management) , the gap remains the same: 462,282 pesos versus 427,338 pesos.
Furthermore, roles traditionally associated with women, such as administrative assistant , customer service , or payroll and recruitment , continue to be among the lowest paid in the market, with monthly salaries ranging from 14,000 to 21,000 pesos.
“Structural bias is a cost factor,” the study noted, warning that gender segmentation in certain positions perpetuates wage inequalities and limits women’s access to career paths with better conditions.
SMEs, the heart of employment with salaries below the average
More than half (53.19%) of the companies included in the analysis have fewer than 30 employees, reflecting the central role that SMEs play in job creation in Mexico .
However, it also revealed one of the main challenges of the labor ecosystem : SMEs tend to offer lower salaries and face greater difficulties competing for talent against industries with greater financial capacity.
Despite this, SMEs are key to the economy, “sustaining the labor market ,” the report noted, suggesting that these organizations need support to professionalize their compensation structures , adopt technology , and offer differentiating benefits beyond salary .
Young talent and high turnover
83.16% of the workers analyzed have less than five years of seniority in their position and one in four collaborators (26.11%) have been there less than a year.
This high turnover reflects a new work reality, in which young professionals seek environments where they can develop quickly, access challenging experiences and find a clear purpose .
According to the report, this dynamism places constant pressure on organizations to build attractive organizational cultures , establish clear career paths , and offer non-monetary benefits such as flexibility , mental health , or hybrid schemes .
At mid-level, he indicated, more than 50% of employees have less than five years of experience, and less than 5% in key positions have more than 20 years of experience, highlighting a senior leadership deficit that could affect strategic decision-making in many organizations.
In this context, the study proposes a series of concrete recommendations for companies to address the identified challenges, such as salary audits to detect and correct inequalities based on gender or seniority; female leadership programs to close the glass ceiling; stable hiring to improve retention and engagement; personalized career plans and benefits for young talent; and the use of data intelligence and technology to make more effective salary decisions aligned with the business.
He also highlighted the importance of adapting compensation strategies to regional differences .
For example, states like Mexico City , Nuevo León, and Jalisco have the highest salaries , while states like Chiapas , Oaxaca , and Colima have the lowest salaries in the country.
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